Should You Build an AI Board of Advisors? with Neil Farrimond

Speaker A: Um, one. Welcome back, everyone. Should you build your AI board of advisors? Simon says yes. Neil is skeptical. Simon, I need to see the money. Show me the roi. Is it worth this? And so he will represent the voice of reason. I will represent the crazy guy who is 100% sold on this and bullish and hype guy. And you will probably learn a lot about should you build your own board of advisors, and if so, how to build it. Thanks, Neil, for being here.

Speaker B: No, uh, you're welcome. This is a very interesting topic. When you mentioned to me that you've decided to create an AI board of directors and given some autonomy to your business, I was like, what? How is that going to work? So, um, what's really interesting for me is, first of all, I think, how did you come up with the idea about employing, for want of a better term, a board of directors in an organization? Because you are a solopreneur, you have a couple of people working for you. Real people, obviously. But I think with certain functions in businesses, you can't do everything. And I think what you've sort of realized is that there's a number of functions that you could potentially hand off to AI Personas that could potentially do a better job or at least do some of the heavy lifting for you, and then sort of come together as a group to start to percolate those ideas and whether they're good for your business. So maybe you could just take us through a little bit at the beginning of why you thought having an AI board of directors was even a good idea. Where did you even get the idea from? Because it's something, you know, I've heard about Cowork and other AI Personas taking on functions. But then to bring everybody together as a sort of a virtual board, it's like a film just about to happen. I think this. Simon. So this is really interesting. So talk us through how you came about the whole thing.

Speaker A: So the why is I needed help. I'm, um, basically a solopreneur with a small team, right? Solo founder with a small team. And so everybody who's listening who is a solo founder with a small team, they know exactly how much help we need. It's overwhelming. It's tough. It's a roller coaster. You lose confidence, you lose clarity. You make wrong decisions. You have to move fast. You don't have enough data. Mamma mia. Where do we start? Right? So I needed help. And I asked multiple times Claude for help. I asked Jesus for help multiple times per day. So that's. That is the why? And so I was asking basically one person, Claude code. And the second part of your question is, and how did you get to this idea? Well, I'm a management consultant from. That's my profession. So I sit on boards, I build boards, I coach boards. It's, it's part of my profession is how to structure those board meetings. I usually, I get paid to run those board meetings. I'm usually the chairman or the coach of these board meetings. I'm the guy who's responsible for preparing the agenda, moderating the meeting, and then also sending the results to everybody and nudging them to implement those results. So I have some knowledge about boards and how they work in, in the enterprise world, right. They meet every 90 days and they're very expensive. So most people that ask me to be on their board, frequently clients ask me to be on their board. And mostly I say, you can't afford it. Thanks for asking, but you can't afford it. And I cannot afford my own board. And so I never had a board as a solopreneur. How do you justify spending for a board? Right? It's ridiculous. But now we are in God mode. We have Jarvis and so you speak. It, it happens, right? This is biblical style. We are Genesis style now. And so I spoke it. I said, hey, you know what? I think I need a board of advisors here. Can we build one? 10 minutes later, we had a strategy advisor crafted around Jay Abraham. I gave him 17 books by Jay that I have as a manuscript because Jay is a partner of ours. So I literally have 17 manuscripts. And so I created that. It's probably 50% as powerful as the real J. The different, the difference is you can just summon it at any moment, which you can't do with J, of course. And if you would pay for J, that's $200,000. Well, uh, I'm paying 90 bucks a month. So the strategy advisor was born. And then I said, I need help with marketing. Let's build the marketing advisor. And so the first set of five core advisors was already there. I thought about, uh, I want team color from McKinsey on my board. I thought about, should I build Charlie Munger? I didn't. And then I said, oh, and by the way, can I build a health coach too? Why not, right? And so I had a health coach. And so I started splitting them into a company board and a personal Simon board. Right? On the personal wellbeing of you and,

Speaker B: um, the well being of the organization. So split between two things. Can I ask you just a Quick question then on that. So. So I guess what people maybe didn't realize, and what I didn't realize is because. Because you can build this board of directors. You can, you can take on the Persona of the greatest minds on earth. Uh, yeah, you can get the best marketing person in the world. You can get the best financial advisor in the world. As long as they have context and as long as they understand who their Persona is, they can be basically an avatar of themselves and then work for you, as you said, for. For $90 a month.

Speaker A: Yes.

Speaker B: It's unheard of.

Speaker A: It's unheard of. That's why I call it God Mode. You speak it. It happens. So speak well, guys. Speak well. Let me show you. Let me show you. Uh, speak big. Ask really for what you need, because it will happen. And so I'm putting the slides together for the Jetpack workshop, which is a two hours implementation workshop. I did this already with two clients in house. And the Jetpack workshop will be for our community, for our broader community, for all solopreneurs who need this. A two hours workshop, an open workshop. Right. And so some of those slides show, for example, the board. So I said, can we build this board? We started with the core functions, and they were a business coach, a sales coach, a marketing coach. That was really the core. And I told them, please, um, meet every morning, 7:30. Discuss without me. And for people that are listening, I'm showing this light of the actual board of directors right now. So we're looking at the board in its current form, but it started with a business coach, a marketing coach, a sales coach. Those were the core, the core figures. And then I told them, meet every day, 7:30. Uh, gather all the information that you need. If you need access, ask me for permission. Ask me for access. Let's bring all the real time data. I want you to meet every 7:30. So traditional boards meet every 90 days. This board every day at 7:30. Meanwhile, also Saturday and Sunday, but I, uh, will come to that later. That was iteration four, iteration one, your core team. So if you're listening, who are the five that you would love to have in your corner thinking about your business with you, telling you what you're missing, what you could be doing better, celebrating the wins with you, they created. In iteration three, they created their own channel called Wins. And they are celebrating our wins with gifts and emojis because they know that I love celebrating wins. They did it. So now we are in iteration five. They have their own discord. They're going wild right now in Discord, celebrating wins every half an hour and, and they're also generating those wins because you. I know that one of your questions is, is it worth it? Should I really put like half a day into building this?

Speaker B: Well, I mean, yeah, that's, that's one of the questions. I'll uh, I'll take a step back just real quick and just ask you a question about. Um, so you've mentioned that you've identified certain functions within your organization that maybe was lacking. And what, what was interesting you said to me, I think on Monday is that ah, it actually. Because it knows about it. Sorry. Because the AI board of directors knows about you. It also sort of called you out a little bit and said in the workbook, in the, in the framework that you actually write about the strategy sprints book, the platform, the workflow, the playbook that you actually adhere to, there were some things that was missing in your business that you weren't actually practicing. Uh, that's fair to say because we do that a lot. You know, I preach about what we should do in video and production and things and sometimes I don't do it myself.

Speaker A: Exactly.

Speaker B: So it gives you accountability. It's saying, look, Simon, you are, you are preaching all this to your, your um, customers and your clients, but there's some things you're not implementing yourself. So was that ah, in. Was that a realization for you? Is that something that you, you weren't really aware of or it was something that you were of, but, but actually having it called out and for AI to say, look, you do really need to implement this, this part of this playbook would, would accelerate your sales and so on. Was that, was that new to you? Was that interesting to you that it actually came up with that?

Speaker A: That was exactly my hope from, from them that what it's their job. Because just because you are a hard sergeant doesn't mean you can operate yourself. So I am not the best strategy advisor of my own company. I don't dedicate as much time, accuracy, dedication, uh, to my m. Own strategy processes than I do to my clients processes. And I guess everybody does. So I said, I need somebody that takes this so seriously. So seriously. And so professionally and with the amount of continuity and care like I do for my clients. But I want to be the client, right? And the business coach is actually 70% J and 30% our own method. So I mixed it in there because I said, you have to call me out on my own method. And so it's eight frameworks from J and three from us, uh, that it's coaching me on and it's calling me out and then they're calling each other out. 7:30 a few days ago they were discussing and I loved it. I was drinking my coffee, looking them discuss, which is it's the best feeling on the planet. And they were, because I love coffee and I love watching people work for

Speaker B: me, it's the best, it's the best in the world. Right? You just have been coffee and there's like this little sort of AI team of people just chugging away in the background.

Speaker A: It's the best feeling. And they were, they were giving me really, really, really good advice. So Jay had proposed. We have a $49 per month offer and a $900 per month offer, nothing in between. He said, you should launch this product. He described it and said it's 199 per month as a something in between. The gap is too big. And then Tim, also a strategy advisor, but from a different lens, from a McKinsey lens, he was looking because his job is to look at return on, um, implied capital, implied attention, implied resources. So ROIC advisor, I called him, uh, and, and it's Tim, right? And so Tim says no, Jay, uh, before, according to my method, before we introduce any new product, we have to have 100% optimized and scaled existing products because otherwise the ROI is too low. So you solved something, but you created a different problem. And you see why you want a board of advisors. Because the amount of time that I would have to think about this is enormous. And they just did it in half an hour while I drink my coffee. So it didn't took me cognitive load at all. But it's a great idea and it's

Speaker B: almost like a thinking pool, isn't it? Because I know, uh, myself included, and I've been using Claude a lot to talk about different aspects of what I want to do and whether doing this particular thing is a good idea. The reasoning that it has with you and the questions that it comes up with is not something that I would have asked myself. So it's important actually to use AI in that respect. And especially when now you've got a board of directors that can, that you will float an idea into that board and say, I'm thinking about doing this for my business and you might think it's the best idea ever. And then they will come up with reasons potentially to say, well actually Simon, we need to take a step back here and only if you implement these things first, as you've mentioned, can you actually then take this new product forward and I think that's something that people do lack. I think as a solopreneur, you always trying to come up with great ideas and you throw ideas out there and you maybe run down a particular path, you spend time and money on it, it doesn't come to anything. And the next minute you end up, you know, basically having, having done all that work and um, it not working for you. Yes, I think that's a really good use case of an AI. Board of directors.

Speaker A: While we are talking, the board of directors is working and they are celebrating wins in, in, in ten minutes. In ten minutes, uh, intervals. New lead here, Closed deal. They're closed. New workshop, new client. Uh, on every stage of the pipeline, boom, boom, boom, boom. This is the dollar amount. This is the new lead. Um, they are, they're celebrating as we speak. And I'm sharing screen for the people listening. And they're using gifts and emojis because they know that's our style and our culture. And uh, they started the WINS channel. I didn't create the WINS channel. But that's iteration four. We are still at iteration one. You build your core five, you tell them the cadence, you tell them to work on their own and to report to you, and you decide where they report to you. Initially that was in Slack and that was iteration one, right?

Speaker B: And you basically. And just for people who are just new to this as well, who are just dipping their toe into the whole Claude code thing, you, you've built this all within Claude code. So you started one day in a Claude code terminal and you said, I need a board of directions. And you started sort of to formulate those ideas first, right? So it wasn't straight in there. You said, is this a good idea? I need to create this board of directors. These are the things I need help with. And I think you have to have a starting point, right? You have to, you have to understand and identify as your own business what elements you are missing.

Speaker A: I work directly in the terminal and many people who are non technical are still afraid of the terminal. This is the terminal. You open it up, you say Claude, then you hit one, it's here, this cute little thing. And then you don't have to be worried about this. This is, it's, it's not coding anything. It's called cloud code, but it's not coding. I'm not a coder. I have never coded in my life. I just speak to it. I say slash, board, boom. And now it's setting up an additional 7:30. They did meet already, but it's setting up an additional board meeting. So it's bringing the chairman, because iteration two was adding a chairman, which is the facilitator, sets the agenda. And the reason why is I said, guys, you're making so many proposals, but who is making sure that those proposals are actually implemented? Because my team cannot implement as fast as you guys propose. So who is tracking the completion of the proposals, the progress of the proposal? Uh, if there are bottlenecks, who is solving the bottlenecks?

Speaker B: Right?

Speaker A: And boom. Today's session. Items from this morning session. What's on your mind, Simon? Now, I could give them a question. I'm wondering if we have the book launch coming up soon. I'm wondering if I'm missing anything regarding the book launch. Okay, right now it's. It's down. But this is how you talk. And I dictate via whisper flow to it. But this is how you talk to your board of directors directly to the terminal. And I want them to talk back to me in Discord. This is Discord. We moved from slack to here because Discord is better to organize. It's easier to organize. And so they are organizing themselves, meanwhile, and they picked the channels, and they communicate back to me in those channels, and I can communicate to them in the channels. So first you have your core set, then you introduce a chairman who makes sure that they're looking at the most important tasks and they kill every discussion. That's not the most important task because your most important. When you're a solopreneur, your most important resource is attention. You should not waste attention on low leverage activities. That's the whole point. They take cognitive load from you, and they take low leverage activities from you. Everything Admin,

Speaker B: Right.

Speaker A: And so we create a chairman, and chairman is also the continuity guard. Make sure that they are not just proposing things, but those proposals need to be decided by Simon. And so the decision is, yes, we're doing it. No, we're not doing it. Yes, we're doing it. This is who's doing it. This is when we're doing it.

Speaker B: Right.

Speaker A: So after proposal, decision, and commitment.

Speaker B: So what type of, uh. When you started off creating these Personas, how did you get the context of the Personas that they were actually taking on? Um, so, for example, for Jay and other people I know you said you've had the manuscripts and things, you basically said you created one at a time, and then you gave it various different elements of context. So you said, you know, you're taking the Persona of J. Abrams. And I guess from research it knows quite a bit about J. Abrams anyway, because he's obviously very famous. But. But then you gave it additional context within Claude code to reference, right? Just like you did with your strategy Sprints workflows and the other Personas that it uh, took on. Because I know some people who are listening might be thinking, well, actually, how do I start? How do I actually create this Persona in the first place? Because you've now got multiple Personas working within your board of directors. I think you've, I don't know how many you're on there, but you were talking this morning that you've already added maybe a couple of others already.

Speaker A: Yes. Ah. So you start by giving them access to your actual business. That's the most important things. So for example, in here we have new members. So if, if, if 10 minutes ago somebody joined the Sprint Club as a new member or the 200k club as a new member, they will show up already in members. The buyer's journey tells them what happens before they join, what happens afterward, what's the onboarding process, the automations tell them what are the recurring processes. The strategy piece tells them what is the current strategy for this year for the next 90 days? The sprint dashboard tells them what are Simon and his team currently working on? So there are in our Sprint dashboard, it's a Kanban board for this week, Monday to Friday, and the Simon tasks are in there, the Michelle tasks are in there, the agents tasks are in there. So with this, let's call it minimum information. Right. Also, who is your ideal client? The ICP information, What's your sales playbook? How does your organization do sales? What's your marketing playbook? What are your lead magnets? So this is why over the last years in the Sprint club we have building all these systems because now you see why you need them. Yes, of course, without cannot have any knowledge and it will give you generic slop.

Speaker B: And that's an important point, I think. I think if people are thinking, I'm a startup, I've been in business for a few months, I can just implement a board of directors and away we go. That's the wrong approach because clearly you've built up this, this cookbook, this business cookbook over many, well over a year plus where you've actually got well defined processes in place like knowing who your ICP is, for example, understanding your target, uh, audience, understanding what you're actually selling as a business. And I think it's fair to say that you shouldn't even think about having a board of directors until you've got a lot of the other elements in place to make sure that you've got the right context to feel lead the board of directors. I mean, uh, what. I guess my question would be at, uh, what point in a business's life cycle would you suggest to start employing an AI board of directors immediately?

Speaker A: Because you never have all your ducks in a row. People think at some point you have all your ducks in a row. No, I don't. Yes, I have an icp, but I will change that maybe next week based on, uh, what we learn and how the world evolves. Next week. So what, what we do now is we tell cloud code, go and update that process, and it updates it. And now meanwhile, I don't even tell him to update because there is an agent responsible for that. They update every evening based on what they learned over the day. Simon's meetings, decisions, uh, projects, they go and update everything. So meanwhile, they are updating this. I'm not updating this anymore.

Speaker B: Right, so, so that's take taking a lot of the, um, the admin off you, because it's being done automatically.

Speaker A: You shouldn't do admin if you are a founder. If you're a business owner, you should not type anything anywhere. You should start your day with brief me. And then what is brief me? Let me show you. You open cloud in the terminal, you enter, you say slash, brief me. This is how you should start your day. It will tell you what's happening in the next hours and what really matters.

Speaker B: Right? And then you calendar your emails, projects that you, you are working on, things that you have to finish and so on. And this is something that you do every day. I mean, I'm similar. I have a task that sends me who I need to follow up with, who's on my calendar today, what if I haven't? What did I not do from yesterday? And it gives you accountability. It does help you with some of those tasks. Definitely. Instead of having, I used to hate to do lists, you know, I have, I have books, I have, you know, papers and things like that, you know, I use, I employ your, um, your workbook, of course, to keep me accountable. But there's certain things that I just can't keep track of and it's too much to write down. So it's important to have something that is just going to prompt you and say, these are the important things because you don't want to be bothered with the noise. It's really AI, I think is really good at just removing the noise from your day to day workflows. There's a lot of things you could get buried in, things that you could play with and then you don't actually do the tasks. And I'm, you know, I do can do that very easily.

Speaker A: Just um, I'm like, you start the day with this.

Speaker B: Yeah.

Speaker A: And these are my top four. And that's exactly. And they know it. So they know that the first hour of the day Simon needs to do this thing. So they will brief me about all these things. They will prepare it for, for the introductions. There is already an email draft ready in my Gmail drafts inbox.

Speaker B: Mhm.

Speaker A: And so I only need to send it really. They know that this is what matters for me today and that's why they helped me do it. And if they see me doing something else, they go, oh, Simon. So there is one advisor for that, uh, which is we have Richard. Richard's job is only to look at two notion pages and criticize me if there is a gap notion. Page one is the strategy. Is the strategy clear and written in a very specific way. That's one feedback. The second is the Sprint dashboard, which means these week's tasks, what Simon is doing this week, Monday to Friday, what Michelle is doing this week, Monday to Friday, what everybody and the agents is doing right now. How big is the gap? Are we doing the things that move the strategy forward? Yes or no? That's his job. And he gives me feedback once per day in the board meeting. That's his job to look at these things. So maybe Jay and Boris come up with amazing ideas and, and he will say, I don't care guys, that's not on our strategy paper. And Simon is already doing too many things. We will not add this now. So they kill each other's idea based on the job that they have to do on the board

Speaker B: and uh, based on obviously the priorities and the tasks and things. I was going to ask you how agile is this? Is this implementation when it comes to curveballs? Sometimes we do get a curveball thrown in there. There's something happens that's maybe out of your control or something that was, was unforeseen. Um, has that happened to you, uh, since the board of advisors and if so, how, how agile is AI at sort of, you know, reshaping and reformatting what you need to do on that day and then maybe pushing other things out in terms of priorities down that line for the rest of the week.

Speaker A: It's real time, real time change management, it takes 10 seconds to change big things. So two curveballs that we had one last week we had all our automations in make.com and then we were using too many tokens and then Entropic, uh, came up with a feature that can do this in house. Boris who is our cto, he catched it because he's reading the changelog of Entropic and so he catched it, he said we can do this in house. Should we move? Board said yes. And this was, I think it took them 20 minutes to do a major migration. Major, wow. They dismantled all the automations that were in make and asked me for each one how to do them in house and they rebuilt them in house. In house means in cloud, right?

Speaker B: And that saved you money, right? Because now you're not using make.com, which is a subscription service that does cost money for tokens. So that's already the ROI on that just alone.

Speaker A: Yes. And the speed, the speed was brutal. I was discussing with them. What's the risk here? Uh, yeah, but let's think it can it break anything? Is there anything else that Michelle is working on that would break, break. Is there any automation that I forgot about? Because we built them a year ago and so go to notion page, check all automations, uh, check if anything can major. Can break if we do this. They went to the notion page. Now you see why you need those systems, right? They went to the notion page, checked all automations. I had forgot half of them, but they checked them all. They said minor things can break. We proposed to move, I said move,

Speaker B: right? They moved it without AI being evolved. Uh, just from. It would take you a long time to actually come up with. Well, first of all, I worked for a customer that had something similar, right? They had lots of automations in place, lots of different workflows in place and knowing what connects to what and what impact it has on the customer's journey is really hard to work out for one person. And normally it's a group of people that know a little bit about different systems. So they're quite siloed, right. So they don't have a full end to end view. And that's a really difficult thing to do for a group of people to get together and make sure that everything works cohesively if you are doing a migrate. So when we used to do things like lift and shift, you take one element and move it, you'd have to build something in parallel, you'd have to test it, make sure it works, keep the other One working, keep the other one in place, and, um, then slowly migrate. And the migration activities could take weeks if not months, depending on the size of the system. Now, I know this is a little

Speaker A: bit and painful and they get gray hair, the people who migrate.

Speaker B: Yeah. And then you look at the ideal framework and you have to go through change management and risk assessments and the list goes on. Mhm. So I think for those types of things, I know we're talking a little bit of a smaller scale here, but it's still there. The same end result. Is it going to impact my business because something is going to break that my customers and I rely on, or is it simply going to work? Uh, you know, and it gives you that list of risks, which is important. Right. It tells you, hey, Simon, here's my list of risks that potentially could happen if I do migrate. And then you, as the ultimate, you know, supremo, makes that decision on whether that is something that is worth the risk or not. And that's, that's your call. And I think that's important. Where a lot of people do give AI full autonomy and we can talk about that in a second. Whereby decisions are taken out of the human hands. And you've got to have the human in the loop. They've always got to be in the loop in order to be able to actually say, yes, go ahead or no, don't do this.

Speaker A: Iteration three, I was deciding everything and then it was working pretty well. Uh, meanwhile the brief is done and he's proposing already emails that I should send. Okay, um, it was working pretty well, but then I said, no, there is something missing here. This is too traditional. The ideas that you guys come up with are, uh, too much in the box. I need out of the box. So I need more. I need one person. Let's call her Frida from Frida Kahlo, who, who has a boundary condition. She cannot propose anything that exists in my industry. So when she proposes, she looks at it from what are other industries doing? Only cross industry. She's not allowed to say any solution that's working in my industry already. And so we were back and forth discussing if we change the pricing. Still the 199 pricing conversation. But Frida comes in and she rocked it. She told us things from three different industries from three different countries. And it opened up the conversation. We had more possibilities and we moved forward. So that's Frida then. I didn't like the quality of their images that they create. When they create slides, for example, the jetpack slides, they create the jetpack slides. I said guys, this is so boring. I need a design advisor here. I need somebody who's, who could be working for Nike or Apple. And, and I told my favorite brands and why, uh, and then I showed them their website and, and I said, build this advisor. I need this design advisor. So they build that. Then I realized sometimes they run out of curiosity. They just give the first solution that comes to mind. I said, nope, we need more curiosity. You need to ask more questions, explore more ground. And you always have to tell us in a B tests. So what's the a B test? Don't say we should change the buttons on the website. Say this is the a B test that I propose. A green button, this copy, B blue button, this copy. So always talk in a B tests because I want multiple a B tests running from Monday to Friday every single week. So we need a person on the board who only translates the conversations into a B test. And in that week I said, but I need to approve the A B test. A few days later I gave them the permission to run the A B tests. The only thing they are not allowed to do is send emails in my name. They have to put them in the draft folder in Gmail.

Speaker B: Right? Yeah, I think that's very important. I think you've mentioned that before because there's autonomy and then there's complete control. And I think you have to be a gatekeeper. There has to be some form of um, human in the loop, as I mentioned, but whereby you have to make sure that they are not sending anything out on your behalf that could be detrimental to your business and so on. So I think that's a, that's a very wise choice. Um, I know we're getting close to the, the end of the show, but I did want to ask you just ah, one last question and I think this probably warrants a part 2 of this topic because it's such a big topic and such an interesting one because by the time we speak again next week, you'll probably have another 15 board of directors. Uh, I guess my question is how many people should you have an abortive directors as well? Maybe that's a question for next week when you've come to that.

Speaker A: Start with five. Start with five, definitely. And I have meanwhile like 15, but start with five and then you add them. So today I was missing one, for example, even if I have so many. But I said I think we like GTD the getting things done method for natural planning. And I said I think we're starting Too many things and we don't have a good process to capture new ideas and clarify new ideas. We go from having a new idea to somebody works on it directly. There is a piece missing, which is clarifying. And in GTD you call that clarifying. There is a tension. If you put something in the backlog, there is a tension. Should we do it, yes or no? Who should do it and when should we do it? So in GTD you call this capture when something comes in and then clarification. Next action is the second step. And I said, I think we are fuzzy between step one and step two. We have to be clear. I want a GTD coach, so build me a GTD coach. And I said, build him in. Basically rebuild David Allen who invented GTD and we worked with David Ellen at ON. So they know they have material, etc. So you can create anybody. You can say, build me. Neil Ferrimont, build me. Simon Severino's strategy sprints method. Anybody? You can get to 30% if the methods are public and their IP is out there, 30% of that you can get from everybody. You can build 30%. Good. Seth Godin and Rick Rubin and David ogilvie. It's not 100%, but it's better than you alone. Yes, it's at least something. And so. And then if you actually know them and have their, their content, then you can get them to 50%, 60% accuracy. Uh, but it's already great to have 30% of Charlie Munger on your team. It's amazing, right?

Speaker B: Because. Because yeah, you're not, you're not paying for him per se. So you know, that's 30% of him is better than nothing of him.

Speaker A: Yeah.

Speaker B: Right.

Speaker A: So today I built this GTD guy and this is already how it helped me. Let me show you what it did. It did already some work. I said, I think we're fuzzy. Please map how we are currently working. We changed so many things. I need an overview. Create an overview of what's our current capture and clarify process and what's the tech stack. So it made me an overview and then I said, uh, okay, I see there the problem. We have too many inboxes. The more inboxes you have, the more of a mess you have. So I want to get down to three inboxes. And I said list the actual go granular. Where is somebody pinging for my attention? The. The real number of inboxes. And it found 23 actual inboxes. Sorry, you said 23 inboxes. 23. So the sprint dashboard organization.

Speaker B: Oh wow.

Speaker A: Gmail, 23 things, Discord, Google Calendar, Granola, Obsidian, Notion, LinkedIn, you, YouTube comments, X mentions X DMs, LinkedIn, DMs, WhatsApp, DMs. These are the actual inboxes, wherever, all the places where people can ping for your attention. I need your decision on this. Can I work with you? What do you mean by that method? This is all somewhere coming in, in an inbox. And so I said to the board, okay, this GTD guy, that's his job. He has to verify what is the actual number of inboxes and how do we get Simon down to 3? 3. I want to look at three things every day, not more than that. So they started and they said after 10 minutes they said, here is the consolidated inbox system and it's live. They didn't even ask me. They, they just built it and they said, simon, you will check in the morning. The Discord, the channel is called One Thing. There is one priority. It's based on all the 23 inboxes that we have. We have read for you. Some of those things we already answered. Some of them you need to answer. So for example, a, uh, YouTube comment by a random guy, they just said, thank you for your comment, we appreciate you. But if, if they are saying, hey, I need, I need a one on one Sprint coach, how do I find one? Now they put it into this one thing and bring it to the 7:30 board meeting and say, Simon, we need a follow up here. This is what Anthony drafted for you. There is a proposal for him. There is a next step for him. This is, it's ready for you. Go, go and get him. So that's the one thing. Then throughout the day, Gmail. Because stuff comes in during the day in Gmail and then in the end again, the Discord board. Because in the evening, the board synthesizes what happened during the day in a very specific flow that maybe I have to share next week because it's a, it's a sophisticated flow. But you see, this is just what happened today. In the morning, it's. It's lunchtime for me. And so this morning was already very productive because I simplified. I have to put my attention on three things which are in two places. Discord and Gmail versus scattering my attention. Having a ton of cognitive load across 23 places, which was my reality last week.

Speaker B: Yeah, uh, I just want to say that this workflow alone is gold because there are so many people, especially in my industry, who have to be on Various social platforms. And you spend a lot of time in the morning going and look at, in each one. That's just a complete.

Speaker A: This was the outcome of one advisor, 10 minutes of his work after an hour that he was born.

Speaker B: After he was born. I love that, uh, I love that analogy. We, we, we are, we are spawning this AI board of directors, advisors, and within 10 minutes they've already fulfilled their

Speaker A: life's prophecy, purpose and it compounds. He doesn't stop. Right tomorrow he will check what Jay is proposing, what Tim is proposing from that perspective.

Speaker B: Yeah, I think. And um, I just want to just a big shout out to you here. There's a lot of YouTube people out there that are saying, do this for your business. You know, you'll make millions with AI, blah, blah, blah, and giving you all these AI examples. But what, what I think is really interesting and important for, for people watching this is that you are a business owner is actually working with and implementing in place these AI workflows. And uh, I think we'll, we'll ask more questions next week about reporting roi, what your business is looking like to give you more time to do that. But I think it's amazing that you're actually putting this in place, showing everybody the wins and the failures and also the tweaks that you're doing. Because it's an iterative process. It's not a one and done. You don't just implement and leave it for six months and expect amazing results. But I know that what you are doing right now is actually inspiring so many people in, uh, your Sprint club, me especially, who you know, I'm a technical person. But it's not about being technical. It's about understanding how you can implement AI into your business to make things much easier for yourself. There's only one of you and you can't do a million tasks. Yeah, but this has been inspirational. Some of these I have to say.

Speaker A: And I will share one last thing because, um, first of all, because I want people to come to the Jetpack Workshop because they will learn so much. And I have two hours there so I can really show you all the good stuff. But this is. So one day after the board was created, we were discussing and we realized, wait, everybody's making their proposals, but these proposals are not building upon each other. I'm the guy who wrote a method about compounding. There is no compounding in here. Everybody makes their proposal. Please create, think about which one should report at which time so that it becomes the input for the next one to work on. And that output becomes the input for the next one. 10 minutes it took them to create this. Okay, board starts. It's coach plus six advisors. They debate. Uh, he holds the agenda. Anthony starts, it's the sales coach. He says, based on everything, all the 23 inboxes, the pipeline that I checked and the new members that came in overnight, this is the number one sales priority. So call that person, send that offer, close that deal, move this thing forward in the pipeline. It has the real time pipeline in notion in front of it. That becomes the output. Fifteen minutes later, URI starts working. Is the product market fit guy. That feeds into Richard, who is the strategy coherence guy. Wait, is this really in line with the strategy? Because he has the strategy notion page and he has the tasks in notion that I am working on right now. Then they give it to J. J says, wait a moment, there are you underutilized assets already here? And before we do that, we should just milk the current stuff more. This is my proposal. And then Boris, who is the technical guy, he is built after Boris Cherney, the founder of Cloth Code, my hero. And he says, that would break our current tech stack. We either have to expand the stack or we have to do it in a different way. I said, no, I think we should build our own mcp. And then Frida, well, but other industries solved it much more elegantly in a different way. Guys, you are thinking inside the box. Hey, Boris. This is what I see from outside the box. Andrea comes in, she says, okay, I'm breaking it down into a B tests. What you guys discussed so far, I agree. And I broke it down into AB tests. And then Lena says, if there is a better way to design this based on our design principles, just to make it look better. And then there is the synthesis. And the orchestrator brings it to Simon and says, half of it is implemented, the other half, I need your decision.

Speaker B: Wow, that's a text. That's a workflow that you wouldn't normally get, uh, with just being on your own. I mean, that's a real thinking pool of people, um, that's able to make sort of decisions and go and research the industries, other industries as well. As you mentioned, that's the, the big thing. It's the research element. Like, what are other people doing? What are, you know, my competitors doing? And so on.

Speaker A: So the minimum a board can do for you is giving you so many ideas. And, and if it gives you many ideas, the probability side is at some point, one or two of these actually hit. And if you're a startup, you need product market fit. To reach product market fit, you have to test a ton of things and so they can help you generate ideas and test ideas. But pretty soon I would start telling them, okay, write it down. This is how we do stuff. This is the ideal client. This is how we do stuff. And from there you are now actually operating like a well organized company.

Speaker B: Amazing. So many questions for next week. I think, uh, I think we should continue this with this theme. I think it's a, it's a great and interesting theme for people. And, uh, next week you'll probably have 35 people people on your board of advisors. And I'd be interested to know who those people are.

Speaker A: I'm curious. I don't think they will become more actually, but they will go deeper. They will go deeper. They will have more autonomy, probably, and more access.

Speaker B: Very good. Thanks a lot, Simon. This has been, this has been so much fun today.

Speaker A: Thank you, Neil. And hey, everybody, shoot us your questions before next week. We are here to serve. It's Neil Farimond. It's Simon Severino. Keep rolling, everyone.